Friday, October 03, 2025
Madame Mirza and the spirits of Muscat
Friday, September 26, 2025
Echoes of Kanishka
Saturday, September 20, 2025
The Skyline of Ujjain
Saturday, September 13, 2025
Sidhu, the Bengali Robot
Friday, September 05, 2025
Ghosts by the Hoogly :A Widows Rebellion
Wednesday, August 27, 2025
The Utopian Case of Tudu Hembram
Rethinking Talent Retention: The Utopian Case of Tudu Hembram
In the remote district of Purulia, among the Santhal tribe, I once met a boy named Tudu Hembram. I was introduced to him at Bhalopahar by the late philanthropist Kamal Chakraborty. At that time, he had just finished school and was repairing computers at a local shop. Yet, it was clear his mind was sharper than the hardware he worked on—his interest lay in the abstract beauty of software and mathematics.
Tudu had submitted some of his calculations online, and his ingenuity soon attracted the attention of a Bangalore startup. That is where his story takes an unusual turn, and one that made me reflect deeply.
Unlike most young professionals who chase salaries, savings, and possessions, Tudu followed a different model of existence. He did not draw a salary in the conventional sense. Instead, the company ensured that his family in Purulia was looked after—sending them monthly expenses and arranging medical support whenever needed. His personal requirements—whether food, clothing, or toiletries—were fulfilled through a custom app designed just for him, where he could simply click for his needs. He lived in a modest studio apartment equipped with cutting-edge computers, free from financial anxieties, with his only wealth being his knowledge.
This freedom allowed Tudu to focus entirely on his passion: finding economic ways to use AI. While most engineers are busy advancing AI systems, his goal was to democratize technology, creating simple solutions for small businesses—chatbots for individuals, smart tools for shopkeepers, and even the dream of one day bringing his own village “into the cloud” when satellite internet becomes universally available.
Despite his ascetic lifestyle, Tudu maintained a balance between mind and body, running 10 kilometers each morning to keep fit. His was a life of discipline, simplicity, and purpose.
History reminds us that this is not a new idea. Emperor Akbar maintained his famed Navaratnas—nine jewels of talent—at state expense, among them the legendary Tansen, whose music still echoes through centuries, and Birbal, whose wit and wisdom guided the emperor. Across civilizations, rulers understood that genius blooms only when freed from material burdens.
In ancient Greece, Plato’s Academy and later Aristotle’s Lyceum were supported by patrons who ensured philosophers could devote themselves to thought rather than livelihood. In Renaissance Italy, the Medici family sustained a galaxy of talents—Leonardo da Vinci, Michelangelo, Galileo—by providing them with security, resources, and freedom from financial anxieties. Their patronage birthed some of humanity’s greatest art, science, and philosophy.
The modern world, however, runs on different aspirations. The symbols of success today are big cars, larger houses, and foreign holidays. For a talented individual, the temptation to trade passion for possessions is ever-present. This eternal conflict between the needs of the body and the aspirations of the mind has never disappeared. To resist worldly goods and stick to one’s calling requires unusual inner strength—and equally unusual external support.
What struck me most in Tudu’s case was the company’s unconventional way of retaining him. By removing the burden of salary negotiations, financial planning, and family obligations, they gave him what every true thinker craves—freedom from worry. Many bright minds abandon high-pressure jobs to care for families or escape stress. This model seemed to offer a new path: one where the company assumes responsibility for life’s necessities, while the individual devotes himself fully to creation and problem-solving.
It reminded me of Japan, where young people increasingly choose a solitary lifestyle, avoiding the noise of society, yet deliver extraordinary results in their fields. Tudu’s life felt like an Indian echo of that philosophy: minimalism, focus, and brilliance.
The question that lingers is profound: Could this be the future of work? Instead of higher paychecks and perks, perhaps the real key to nurturing genius is designing ecosystems of trust, care, and freedom.
Afterthought: This story is a utopian thought experiment. No such company exists today—but perhaps it is an idea whose time will come.
Friday, August 22, 2025
Building bridges beyond the table : Lessons on Customer Relationship Management
Building Bridges Beyond the Table: Lessons on Customer Relationship Management
Customer relationship is not just about contracts, negotiations, and project deadlines. It is about building trust, respect, and sometimes even friendships that last a lifetime. During my long career in Indian Oil Corporation, BHEL, and later in the private sector with Techno Electric Engineering, I experienced firsthand how cultivating deep personal bonds with customers and stakeholders can help overcome the most complex challenges.
In my view, customer relationships are not built in boardrooms or through formal agreements alone. They are forged on the ground, in moments of crisis, in the willingness to go beyond one’s defined role, and in the shared determination to complete a project despite all odds. When both sides align themselves to the common goal of project completion, they transcend the narrow boundaries of “client” and “contractor” and begin to act as true partners.
Early Lessons – Panipat (Haryana Electricity Board)
My journey with customer relationship at project sites began at the Panipat Thermal Power Station, where Mr. G. P. Sood, the Chief, became like a mentor to me. He openly admitted that his expertise lay in hydropower, not in thermal plants. This honesty created an instant bond of trust. I acted as his technical advisor and took decisions—even flouting certain BHEL restrictions—to ensure the plant ran during Haryana’s acute power shortage. That experience taught me that customer trust grows when you prioritize their problems over rigid rules.
Brotherhood at Singrauli (NTPC)
At Singrauli Superthermal Power Station, I worked with Mr. S. K. Dasgupta, an old colleague from Barauni Refinery. Our shared background as shift-charge engineers of captive power plants created a brotherly bond. Together, NTPC and BHEL worked as a single pool of experts, commissioning five 200 MW units in just two years—a record then. The lesson was clear: when both sides stop drawing boundaries, teamwork achieves extraordinary results.
Empowerment at Wanakbori (GEB)
At Wanakbori Thermal Power Station, I worked under the late Mr. K k Dharangdharia, who valued my frankness in admitting weaknesses. He gave me freedom to plan erection and commissioning. GEB contractors even sought my advice directly. This empowerment led us to synchronize to full load within just 24 hours, a record that brought rewards from GEB. The takeaway: empowerment and mutual respect are the cornerstones of customer confidence.
Friendship at Vizag Steel Plant
At Vizag Steel Plant, Mr. P. K. Chakraborty, Chief Engineer, became a family friend. We worked shoulder to shoulder during crises, and his support was always strengthened by Mr. B. N. Rath, CMD, who stood by us. Beyond the workplace, badminton became a bridge—Mr. Rath, a passionate player, would often come to my flat to pick me up, and we would proceed together to the CISF court. His closeness with me helped smoothen many inter-departmental issues. This reminded me that personal friendship often paves the way for professional harmony.
Memories from Indian Oil Days
This bond through sport reminded me of my Indian Oil days, when Mr. G. S. Harnal, DGM at Gauhati, would pick me up for badminton while I was still a trainee. Later in Barauni, our sporting bond gave me visibility and acceptance in the refinery community. A small reminder that shared passions outside the workplace create lasting professional goodwill.
Farakka Superthermal (NTPC) – Overcoming Trade Union Challenges
My last site posting was at Farakka Superthermal Power Station (1991–1994), where Mr. G. S. Sohal, GM NTPC, was already a close friend from our Singrauli days. Bengal was turbulent then—frequent bandhs and aggressive trade unionism tested progress. But our coordination and trust enabled us to commission 2×500 MW successfully. The experience reinforced that personal bonds act as shock absorbers in volatile environments.
ER HQ and Kathalgudi (NEEPCO)
Later, at BHEL Eastern Region HQ, my association with Mr. P K Kataki, Chairman of NEEPCO, proved invaluable. He was an IIT Kharagpur alumnus, like me, which gave us an instant connection. With his assurance, we tackled the Kathalgudi combined cycle project despite the looming ULFA menace. His back-channel talks even convinced insurgents that the project would ease Assam’s power woes. This was an extraordinary example of how leaders use trust and credibility to create security for execution teams.
Beyond Retirement – Suzlon Experience
After retirement, I applied the same principle while working with Techno Electric Engineering. With Mr. P. P. Gupta the owner and Chairman of TEECL, I forged bonds with late Mr. Tulsi Tanti of Suzlon and his chief marketing strategist Mr. I. C. Mangal initially Mr Gupta forged personal equation with Mr.Tanti. Their personal trust in me helped us overcome hurdles during the execution of our 211 MW wind power project. Once again, it proved that relationship capital is often more valuable than financial capital.
Rokhia Plant – Tripura
Another example was the Rokhia Plant in Tripura, where circumstances were especially difficult due to logistical challenges and local sensitivities. The cooperation between the state authorities, project leadership, and our team was not just contractual—it was built on trust and shared commitment. The Chief Engineer on the customer side worked with me almost like a partner, not as a counterpart across the table. Our alignment to the common goal of completing the project for Tripura’s power needs helped us overcome supply delays, terrain issues, and resource constraints. The experience showed once more that relationships built on mutual trust make even remote and complex projects achievable.
The Core Principle
Across all these experiences, one dictum consistently stood out:
In each case, the ultimate goal of both sides was the same — successful completion of the project. Once this shared goal was recognized, both sides naturally aligned themselves to it, transcending the narrow confines of contractual terms.
Two persons may sit on opposite sides of the table, but a common bridge can always be built. That bridge—be it technical trust, personal integrity, or even a shared love for badminton—transforms a transactional relationship into a partnership. When that happens, obstacles turn into opportunities, and projects turn into milestones.